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Research and Insights from the Center for Effective Organizations

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The Contextual Determinants Of Increased Adoption Of Participative Practices In Organizations

Feb 1, 1995 | Employee Engagement, Performance Management, Sponsor Content

Drawing on multiple frameworks, this study by R. Tenkasi, S. Mohrman, G. Ledford, Jr., and E. Lawler III tested longitudinally on a matched set of 130 companies the contextual determinants of increased adoption of participative practices.

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Systems are Not Solutions: Issues in Creating Information Systems that Account for the Human Organization

Sep 9, 1994 | Employee Engagement, HR Analytics, Innovation, Sponsor Content, Strategic HR, Uncategorized

Edward E. Lawler III, Philip H. Mirvis
1981 (republished 1994)

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Effects of Union Status on Employee Involvement: Diffusion and Effectiveness

Jan 12, 1994 | Employee Engagement, Organizational Effectiveness, Sponsor Content

G. McMahan and E. Lawler III examined the research literature on union status and employee involvement with respect to two issues: (1) the relationship between the presence of a union and the adoption of employee involvement; (2) the relationship between the presence of a union and the effectiveness of employee involvement.

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The Employee Empowerment Approach to Service

Jan 1, 1994 | Employee Engagement, Sponsor Content

This paper by D. Bowen and E. Lawler III reviews the basic learnings that have been developed concerning how and when to use empowerment in customer service organizations. Points out that there are a number of factors which lead to the success and failure of empowerment efforts.

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Social Structural Levers for Workplace Empowerment

Nov 30, 1993 | Employee Engagement, Sponsor Content

This paper by Gretchen M. Spreitzer addresses the workunit design characteristics associated with individual feelings of empowerment in the workplace.

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Psychological Empowerment in the Workplace: Construct Definition, Measurement, and Validation

Nov 30, 1993 | Employee Engagement, Sponsor Content

Gretchen M. Spreitzer argues that the literature on empowerment lacks the integrated conceptual underpinning necessary for cumulative theory development and empirical research.

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A Perspective on Empowerment

Jun 1, 1993 | Employee Engagement, Sponsor Content, Talent Management

Susan Mohrman explains that the term “empowerment” has come to express in many managers’ minds the essence of new approaches to management that are believed to be capable of delivering higher levels of performance by tapping into the energies and enthusiasm of employees.

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Total Quality management and Employee Involvement: Similarities, Differences and Future Directions

Sep 10, 1992 | Employee Engagement, Future of HR, Sponsor Content

The similarities and differences between total quality management and employee involvement are examined in this paper by Edward Lawler III.

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Employee Involvement: Lessons and Predictions

Nov 3, 1991 | Employee Engagement, Sponsor Content

Gerry Ledford reviews research findings and theoretical developments in research on employee involvement (EI) at the Center for Effective Organizations.

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Applying Employee Involvement in Schools

Nov 1, 1991 | Employee Engagement, Sponsor Content

This paper by S. Mohrman, E. Lawler III, and A. Mohrman, Jr. explores the applicability of employee involvement approaches to the management of schools. Three approaches to involvement are each described for organizations in general and then applied to schools in particular.

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Facing the Customer: Empowerment or Production Line?

May 1, 1991 | Employee Engagement, Sponsor Content

D. Bowen and E. Lawler III explain that in recent years, there has been a rush to adopt an empowerment approach, in which employees face the customer “free of rulebooks,” encouraged to do whatever is necessary to satisfy the customer. The production-line approach is a very different management style.

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Managing Employee Involvement

Feb 3, 1991 | Employee Engagement, Performance Management, Sponsor Content

Edward Lawler III considers three types of involvement: suggestion, job and high. Points out how they differ in structure and impact. Identifies the organization conditions where each fits best.

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